GROWING INTO THE FUTURE.

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

Aoccdrnig to rsceearh at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a tatol mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.

“ The successful person has the habit of doing things unsuccessful people don’t like to do…They don’t like doing them either, but they subordinate their disliking by the strength of their purpose.” Albert E N Gray

WIDE AWAKELEFTBETA DAY DREAMRIGHTALPHA LIGHT SLEEPRIGHTTHETA DEEP SLEEPRIGHTDELTA

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

WHY CUSTOMERS LEAVE DIE ATTITUDE of INDIFFERENCE RELOCATE NEW CONTACT PRICE PRODUCT 100%

WOW…ADVOCATE EXCEED…LOYAL MEET EXPs…SATISFIED FAIL…CRITIC NEG VALUE…TERRORIST

5 Things We Learned From Talking to 100 Million People 2010 Service Management Group Research. 90,000 businesses, 69 countries, 26 languages.

97% of Highly Satisfied Customers - highly likely to recommend 86% of Highly Satisfied Customers - highly likely to return 30% of Satisfied Customers - highly likely to recommend 42% of Satisfied Customers - highly likely to return Principle 1 A satisfied customer is not a loyal customer.

‘Highly Satisfied’ are twice as likely to return than those who are ‘Satisfied’ ‘Highly Satisfied’ are three times as likely to recommend than the ‘Satisfied’ Customers spend their largest ‘share of wallet’ with companies they are highly likely to recommend. Principle 2 Loyal Customers Drive Sales and Profits.

A company only tracking aggregate customer service performance will not know where the worst performers are, and how to fix specific problems. Poor performing locations eventually threaten the better performers. Principle 3 Inconsistent performance can kill a brand.

35% of customers were highly satisfied with service recovery. 71% of trouble-free customers are ‘highly likely’ to return. 84% of customers ‘Highly Satisfied’ with problem resolution are ‘highly likely’ to return. Principle 4 Opportunities to win loyalty are cleverly disguised as problems.

Brand loyalty begins at home. As employee turnover increases, customer satisfaction levels decrease. Loyal employees create customer loyalty within the walls of the business…and recruit new customers outside. A loyal employee is a brand marketer. Principle 5

BASIC

Customer Journey Moodogram Touchpoints Wobbly Trolleys Signatures

TNTs

BOURNE LEISURE DAVID LLOYD STARBUCKS CARNIVAL CLARKS PREMIER INN RITZ CARLTON

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

“THE MAIN THING IS TO KEEP THE MAIN THING THE MAIN THING.” Stephen Covey

People Behaviour

COSATTO…The Way We Aim To Do Stuff. Think outside the box. Dot the I’s and cross the T’s. Enjoy the ride and get happy. Say what we mean and mean what we say. Fly the flag. Go the extra mile. Stand up and be counted. Show respect, give support and above all care. Keep raising the bar. Look after the pennies. Finish what we start. Just do it.

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

ENGAGED NOT ENGAGED ACTIVELY DISENGAGED _________ 100%

ENGAGED 17 NOT ENGAGED 63 ACTIVELY DISENGAGED 20 _________ 100%

ENGAGEMENT IMPACTS… EMPLOYEE TURNOVER EMPLOYEE ADVOCACY ACCIDENT RATES INVENTORY SHRINKAGE ABSENTEEISM PRODUCTIVITY CUSTOMER SERVICE CUSTOMER ADVOCACY PROFITABILITY David Macleod 2009

“We have never lost a game just sometimes we ran out of time” Sir Alex Ferguson

I KNOW WHAT… I HAVE ALL… I HAVE THE OPP… IN THE LAST… MY MANAGER SEEMS… SOMEONE ENCOURAGES MY… MY OPINIONS… THE MISSION AND… MY COLLEAGUES... I HAVE A… IN THE LAST 6… IN THE LAST 12…

I KNOW WHAT…IS EXPECTED OF ME AT WORK. I HAVE ALL…THE MATERIALS AND EQUIPMENT TO DO MY JOB WELL. I HAVE THE OPPORTUNITY…TO DO WHAT I DO BEST EVERY DAY AT WORK. IN THE LAST…7 DAYS I HAVE RECEIVED RECOGNITION OR PRAISE FROM MY LINE MANAGER. MY MANAGER SEEMS…TO CARE ABOUT ME AS A PERSON. SOMEONE ENCOURAGES MY…DEVELOPMENT. MY OPINIONS…SEEM TO COUNT AT WORK. THE MISSION AND…PURPOSE OF MY COMPANY MAKES ME FEEL LIKE MY WORK IS IMPORTANT. MY COLLEAGUES...ARE COMMITTED TO DOING QUALITY WORK. I HAVE A…BEST FRIEND AT WORK. IN THE LAST 6 MONTHS…I HAVE TALKED WITH SOMEONE ABOUT MY PROGRESS. IN THE LAST 12 MONTHS…I HAVE HAD OPPORTUNITIES TO LEARN AND DEVELOP.

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

PEOPLE STRATEGY ON A PAGE DESIRED STATE ^ CUSTOMER BEHAVIOUR ^ DRIVERS ^ PEOPLE BEHAVIOUR ^ CONDITIONS ^ LEADER ACTIONS AND BEHAVIOUR

HOW DO YOU SHAPE AN ORGANISATION’S CULTURE? WHAT THE LEADER ATTENDS TO, MEASURES, REWARDS AND CONTROLS CRITERIA FOR RECRUITMENT, PROMOTION, RETIREMENT AND EXIT FORMAL AND INFORMAL SOCIALISATION, INDUCTION RECURRING SYSTEMS AND PROCEDURES ORGANISATION DESIGN AND STRUCTURE LEADER REACTION TO CRITICAL INCIDENTS DESIGN OF PHYSICAL SPACE STORIES AND MYTHS ABOUT KEY PEOPLE AND EVENTS FORMAL STATEMENTS, CHARTERS, CREEDS, CODES OF ETHICS LEADER ROLE MODELLING, COACHING

80-90% OF BEHAVIOUR IS SHAPED BY WHAT THE LEADER ATTENDS TO, MEASURES, REWARDS AND CONTROLS LEADER REACTION TO CRITICAL INCIDENTS LEADER ROLE MODELLING, COACHING Towers Perrin

LEADER TRANSMISSIONS

YOU CAN IF YOU THINK YOU CAN

BENEFIT ‘I want’ SELF-BELIEF ‘I can’ PRESSURE ‘I must’

Ex C I T E

Exemplify The Values Challenge The Process Inspire A Shared Vision Transfer Power Encourage The Heart